As of December 31, 2012 we employed a total of 98,219 staff members as compared to 100,996 as of December 31, 2011. We calculate our employee figures on a full-time equivalent basis, meaning we include proportionate numbers of part-time employees.

The following table shows our numbers of full-time equivalent employees as of December 31, 2012, 2011 and 2010.


Dec 31, 2012

Dec 31, 2011

Dec 31, 2010


Full-time equivalent employees; in 2012, the employees of Mexico previously shown in North America were assigned to Latin America; numbers for 2011 (90 employees) and 2010 (89 employees) have been reclassified to reflect this. In 2012, the change of FTE definition regarding “Mobile Sales Forces” in India resulted in a decrease of 300 (status as of December 31, 2011, prior periods not restated); in 2011, Deutsche Postbank aligned its FTE definition to Deutsche Bank which reduced the Group number as of December 31, 2011 by 260 (prior periods not restated). In 2011, 257 FTE of Sal Oppenheim Germany have been assigned directly to Austria, Luxembourg and Switzerland (Europe outside Germany).


Primarily the United States.


The nominal headcount of The Cosmopolitan of Las Vegas is 4,371 as of December 31, 2012 compared to 4,256 as of December 31, 2011 and compared to 4,147 as of December 31, 2010. The headcount number is composed of full time and part time employees and is not part of the full time equivalent employees figures.





Europe (outside Germany), Middle East and Africa








North America2,3




Latin America




Total employees3




The number of our employees decreased in 2012 by 2,777 or 2.7 % due to the following factors:

  • The number of staff in Corporate Banking & Securities decreased by 1,390 primarily due to tough markets and as a result of the measures initiated in the third quarter 2012.
  • In Global Transaction Banking, the number of employees remained almost on the 2011 level.
  • The number of our staff in Asset & Wealth Management decreased by 473 due to market development and the integration of Asset Management and Wealth Management.
  • The number of Private & Business Clients staff declined by 1,073 mainly due to further progress made with the integration of Deutsche Postbank.
  • The number of staff in areas assigned to the Non-Core Operations Unit declined by 326.
  • In our Infrastructure operations, employee headcount increased by 398 primarily due to regulatory requirements and the further build out of our service centers.


Employees (bar chart)

Labor Relations

In Germany, labor unions and employers’ associations generally negotiate collective bargaining agreements on salaries and benefits for employees below the management level. Many companies in Germany, including ourselves and our material German subsidiaries, are members of employers’ associations and are bound by collective bargaining agreements.

Each year, our employers’ association, the Arbeitgeberverband des privaten Bankgewerbes e.V., ordinarily renegotiates the collective bargaining agreements that cover many of our employees. The current agreement reached in June 2012 includes a single payment of € 350 in June 2012 (apprentices € 100) and a pay raise of 2.9 % from July 2012 and a second pay rise of 2.5 % from June 2013 on. The agreement so far terminates on April 30, 2014. Also concluded by the agreement are a declaration on the importance of health protection measures in companies, a commitment for starting negotiations on an extension of the early retirement agreement and a commitment for starting negotiations on new rules for work on Saturdays in 2012/2013, which should be finished before renegotiations of this agreement will start in 2014.

Our employers’ association negotiates with the following unions:

  • ver.di (Vereinigte Dienstleistungsgewerkschaft), a union formed in July 2001 resulting from the merger of five unions, including the former bank unions Deutsche Angestellten Gewerkschaft and Gewerkschaft Handel, Banken und Versicherungen
  • Deutscher Bankangestellten Verband (DBV – Gewerkschaft der Finanzdienstleister)
  • Deutscher Handels- und Industrieangestellten Verband (DHV – Die Berufsgewerkschaft)
  • Komba Gewerkschaft (public service union, only relevant for Postbank)
  • DPVKom – Die Kommunikationsgewerkschaft (only relevant for Postbank)

German law prohibits us from asking our employees whether they are members of labor unions. Therefore, we do not know how many of our employees are union members. Approximately 15 % of the employees in the German banking industry are unionized. We estimate that less than 15 % of our employees in Germany are unionized (excluding Postbank, which itself has traditionally had a significantly higher unionization rate of approximately 60 %). On a worldwide basis, we estimate that approximately 15 % of our employees are members of labor unions (including Postbank, less than 25 %).

As of December 31, 2012, approximately 33 % of Postbank staff members are civil servants.

Post-Employment Benefit Plans

We sponsor a number of post-employment benefit plans on behalf of our employees, both defined contribution plans and defined benefit plans.

In our globally coordinated accounting process covering defined benefit plans with a defined benefit obligation exceeding € 2 million our global actuary reviews the valuations provided by locally appointed actuaries in each country.

By applying our global principles for determining the financial and demographic assumptions we ensure that the assumptions are unbiased and mutually compatible and that they follow the best estimate and ongoing plan principles.

For a further discussion on our employee benefit plans see Note 34 “Employee Benefits” to our consolidated financial statements.

A new Performance Management approach

In 2011, with the endorsement of the Group Executive Committee, committed to building and strengthening our performance culture based on a set of very clear principles:

  • Everyone knows what is expected of them.
  • We let our people know where they stand.
  • We differentiate performance.

2012, we took this a step further by implementing a new approach to performance management. The new approach requires an employee’s performance to be reviewed on two components:

  • What business objectives have been achieved by the employee?
  • How the objectives were achieved?

To measure the “how” component, we introduced Performance Standards. These define the desired behaviors for all employees, to ensure sustainable high performance in line with the values of the bank.

This new performance assessment approach is supported by the implementation of a new performance management tool, db Perform, for the majority of our divisions.

Compensation as part of the cultural change initiative

We identified compensation as part of our culture change initiative and as key focus point during 2012. Our engagement and the long term alignment to this topic include various activities, which we describe in detail in the compensation report of this report.

Deutsche Bank People Survey and cultural assessment as yardstick for cultural change

Through the annual group-wide DB People Survey, in which 2012 some 52,000 employees – more than half of our staff – participated, we received valuable feedback about the process of cultural change we pursue following the transition at Top Management level and the subsequent strategy review. The results confirmed many areas of excellence in our current culture. The Commitment Index, which measures the overall loyalty to the company remains at high levels. It has increased by 1 % to 73 % in 2012. The commitment of our employees is significant even during times of extreme changes for the industry.

The DB People Survey was supplemented by a cultural assessment this year involving approximately 20 % of our staff, randomly chosen from all hierarchy levels, divisions and regions. The feedback received provides us with reliable information about how our employees perceive our vision, strategy, values and culture, how they experience the implementation of this strategy in their day-to-day professional activities and how well they believe we can react to and reposition ourselves in this social environment. Under the direct leadership of the Group Executive Committee members the work on cultural change will continue.

Commitment Index

Commitment Index (line chart)


Diverse teams are the more successful teams as success depends on a variety of perspectives. It is only by living according to our diversity philosophy that we can successfully respond to the great variety of client requirements and develop innovative solutions.

Under the voluntary self-commitment we signed along with the other DAX 30 companies, our aim is to increase the ratio of female senior executives at the Managing Director and Director level to 25 % and the proportion of female management staff at the Managing Director, Director, Vice President, Assistant Vice President and Associate level to 35 % by the end of 2018, subject to applicable laws.

Since 2010, we increased the ratio of female senior executives from 16.2 % to 18.0 % and the percentage of female management staff from 29.3 % to 30.8 %.

Our ATLAS program (Accomplished Top Leaders Advancement Strategy) – through which we offer tailored training and senior management sponsorship for a selected group of female Managing Directors since 2009 - won the Global Award at the “Opportunity Now Excellence in Practice Awards 2012” in the United Kingdom.

Through our “Women on Boards” initiative launched in 2011, we succeeded in adding ten women to Supervisory Boards of our subsidiaries, which increased the proportion of female membership by 56 %. On our Regional Advisory Boards we can report an increase of 1.5 %.